Many women have taken up higher positions in their companies in recent times both in South Africa and all over the world. Many more women are taking professional courses and will definitely find a place in the leadership position in the big companies (Sekaran, et al. 1992). As a result there is big change and there will be more changes in the demography of labour force. These changes make it essential that leaders understand how to capture the synergy for the emerging diverse group of employees. The best and brightest workers, whom we all seek, are coming out of a labour pool that is increasingly made of women. The aspirations of women have been changing dramatically as a result of civil rights movement and women movements and South Africa is a good example of the countries in the world where women have better opportunities of leading big organisations (Watson, et al. 2004). The inclusion of women in the leadership position of many companies has aroused the interest to investigate if there is a difference in the way women and men lead. This is important because the role of leadership and the style of leadership have been identified as the primary factors in determining organisational performance and competitiveness (Rechardson, et al. 2008). A major part of this study discussed and analysed the leadership style differences of men and women leaders. The study also took into cognisance of the importance of agents of socialisation such as the family (husband and wife), the media, religion and education on gender role in the society. We discussed the gender role ascribed to male and female in the society and how this has influenced the perception of their leadership styles. Males and females received different orientation from the media, religion, schools and colleges on how men and women suppose to behave. And how these orientations influence perception, interaction, and ultimately the leadership styles is an interesting area of study and somewhat more difficult to define (Rechardson, et al. 2008). A review of such differences serves as a starting point in the study of gender differences in behaviour and in the leadership styles; and why women may offer unique strengths essential to healthy growth and operation in an organization. The results of this study did not show much difference in the leadership styles of men and women leaders but there are a few differences in the leadership dimensions of the transformational and transactional leadership style. The Asian female leaders score higher in charisma than their male counterpart. Within positions female frontline (supervisors) scored higher on motivation (idealised influence), while the male middle managers scored higher on task oriented leadership behaviour. However insignificant the differences may be, it is wise to mention that women scored slightly higher than men in the leadership styles traditionally ascribed to women. For example, the results of table 26 show women leaders scored slightly higher than men in the participative/democratic and transformational leadership styles and they equally scored slightly higher in some dimensions of transformational leadership, intellectually stimulating, charisma, and motivation. Men scored slightly higher in autocratic, transactional and delegate leadership styles. Men also scored slightly higher in other dimensions like management by exemption and task oriented behaviours. / Thesis (M.Com.)-University of KwaZulu-Natal, 2010.

The macro-environmental factors of an organization are external environmental factors, which are largely uncontrollable by an organization. This study analyses the macro-environment in which Chinese enterprises in KwaZulu-Natal (KZN) operate in order to identify the factors that have influenced the development of these enterprises in the past ten years. Today’s companies are evolving in turbulent and equivocal environments. Although most of the Chinese enterprises cannot control these macro- environment factors, they need to be aware of them and identify those factors that could constrain their future development. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2010.

Local economic development (LED) has been in existence for decades. In South Africa the concept received momentum immediately after the first democratic elections in 1994. It was soon conceived as a mechanism for addressing social and economic ills such as unemployment, poverty and declining economic activity, particularly in small towns. In order to accelerate LED given its urgency, in 1998, the government introduced and subsequently promulgated the White Paper on Local Government, which mainly sought to advance the notion of a developmental state, and LED was central to that. Later in 2006 a proper LED Framework was adopted, which had as its main objective, to guide LED implementation. Up until the present time, LED implementation has not been a resounding success. Many studies have focused on implementation and challenges thereof. However, focusing on implementation alone may not be adequate. In order to bridge that gap, this particular study specifically focuses on LED conceptualization in order to assess the correlation between conceptualization and implementation outcomes. The area of the study was Ugu district in the lower south coast of the KwaZulu-Natal province of South Africa. Immediately after the first democratic elections in 1994, local economic development as a concept gained momentum. LED conceptualization was mainly centred on LED planning, which as empirical evidence has suggested, did not provide the anticipated success in terms of implementation results. Further, LED planning in South Africa focused mainly on a market-led approach, which is largely premised on pro-growth as opposed to the market-critical approach which draws much input on the pro-poor thinking in terms of both conceptualization and implementation of LED-focused initiatives. This study therefore sought to build from that proclamation. The assertion is that LED planning has become obsolete. The proposed approach was the adoption and conceiving of the dynamic complexity approach, which is mainly centred on self-organization of the system of which LED is one such sub-system. The affirmation is that, LED is neither a static nor a fixed phenomenon. It involves continuous evolution and co-evolution of agents such as banks, entrepreneurs, government etc., within the system which therefore becomes a never ending process. During such process of evolution and coevolution, new order emerges, which can be identified as an outcome-based local economic development. From the study’s findings, indications are that LED conceptualization indeed plays a significant part in shaping implementation outcomes, and indeed outcome-based LED. This conclusion is based on five (5) critical areas which were covered in the study, namely project implementation rationale, comprehension of local economic development, funding for local economic development, roleplaying by diverse LED stakeholders and complexity of local economic development. For example, the findings and analysis shows that many LED-focused interventions were implemented without proper conceptual assessments having been done, which led to ill-informed implementation and therefore poor results. Further, the comprehension of LED as a programme is also a problematic area. Due to diverse stakeholders whose interests are not necessarily the same, LED is viewed differently, which also has a direct implication in as far as co-operation and roleplaying by LED stakeholders is concerned, which further causes challenges in terms of implementation. Lastly, the final assertion is that LED is a complex phenomenon. However, in terms of the findings, this assertion is not observed by all stakeholders, which again is a conceptual matter. Adversely and perhaps as expected, LED facilitation and implementation is a problematic area within the Ugu region. The direct implication is that LED’s conceptualization needs to be revised, and in the process all stakeholders must internalize and advocate for emergence-based local economic development. / Theses (M.Com.)-University of KwaZulu-Natal, 2011.

The South African government is faced with tremendous pressure to address the high unemployment and poverty rate in the country. One of the strategies that have been adopted by the government for job creation is promoting start-up of new small businesses and supporting the existing small businesses to ensure their sustainability. Small businesses are perceived as an instrument for job creation and will contribute to the economic growth and development of the country. Due to a high failure rate of small businesses in the business sector it was necessary to carryout this study, to explore and understand all the key factors that affect the growth of small businesses with the objective of analysing findings and providing possible recommendations. This research study used data extracted from eThekwini electricity and PMB municipality electrical contractors' databases. A survey was conducted on a sample of small black electrical contractors in the vicinity of Durban and Pietermaritzburg areas, with the use of questionnaires. The quantitative data was captured and analyzed using the statistical Package for Social Sciences (SPSS). The study was able to identify problems or challenges encountered by small black electrical contractors. According to the survey the root cause of failure to acquire finance by small businesses was that they lack skills drafting and providing financial plans, financial statements, financial projections and the required collaterals and securities. The results received from the questionnaire survey were presented and analyzed. The analysis included an examination of the overall profile of the sample and a determination of whether or not there was any significant lack of transparency. It looked at participation aspects of small black electrical contractors, which account for differences in responses to the questionnaires. The study recommended that Government should provide a legal framework with a specified focus on regulating the extent South African Revenues Services (SARS) practises its powers on small businesses. Instead of closing down the small business that fails to pay tax in time, SARS should provide assistance to ensure the sustainability of those small businesses. SARS' penalties and interest on tax owed should be reduced and there should be a limit on accumulating interests and penal ties, or small business may fail to ever settle debt. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2006.

Since the birth of a new democracy in the Republic of South Africa in 1994, municipalities across the country have embarked on several service-oriented programmes primarily to improve the quality of life of ordinary citizens within their areas of jurisdiction. Subsequently, these programmes which include Land Use Management System (LUMS), Integrated Development Planning (IDP), Integrated Sustainable Rural Development, Local Economic Development (LED), Urban Renewal Strategy, Property Rate Implementation and Municipal Infrastructure Grant (MIG) have been tailored to fast track service delivery in municipalities by building capacity and promoting small, medium and micro enterprises in local communities as a means of alleviating poverty (Local Government Programmes, 2004, paragraph 4). In order to speed up the development planning processes in the Province with regards to Integrated Development Planning, Spatial Development Framework and Land Use Management, Integrated Sustainable Rural Development, Local Economic Development (LED) and Municipal Infrastructure Grant (MIG), it has been identified that local authorities require a GIS application to integrate spatially related municipal information with other business information (Sarkar, 2004, paragraph 1). In view of this, the Department of Local Government and Traditional Affairs (DLGTA) has for the past six years, provided financial and technical support to the ten (10) District Municipalities and about thirty (30) Local Municipalities in KwaZulu-Natal to facilitate the establishment of Geographic Information Systems (GIS) in these municipalities (DLGTA Municipal GIS Capacity Building Manual, 2004). It is further noted that although a substantial amount of grant funding and technical support has been provided to the 10 District Municipalities and thirty Local Municipalities in KwaZulu-Natal, the full utilization of GIS as a decision-making support tool has not, as yet, been realised in some of these municipalities. This scenario thus calls for the need to ascertain municipalities' expectation and perception of the quality of GIS support services rendered to them by the Department and also to measure the gap thereof. To do so, the researcher employed SERVQUAL scale methodology to measure the service quality gap between municipalities' expectation and perception of the quality of GIS support services. A selfadministered questionnaire, which covers the five (5) dimensions of service quality, namely; tangible, reliability, responsiveness, assurance and empathy, was compiled and forwarded to the 10 District municipalities and 20 Local Municipalities in the Province to complete and return to the researcher within a specified time period. Fourteen (14) of the thirty (30) questionnaires sent out to these municipalities were returned to the researcher. The data was then analysed and conclusions were drawn. The research discovered that responsiveness, assurance, empathy and tangible dimensions are significant to municipalities in that they all had average expectation statement scores above 6 on the Likert 7-point scale. This means that respondents strongly agree to the expectation statements relating to these dimensions. On the other hand, the average expectation statement score relating to reliability dimension is below 6. The research result has shown that DLGTA is perceived by municipalities for rendering a desirable level of services to municipalities with respect to aspects relating to reliability, assurance, empathy and tangible dimensions. However, DLGTA seems not to provide prompt service to most of these municipalities and not showing signs of readiness to respond to their requests on GIS matters. It is also noted that there is a wide gap between municipalities' perception and expectation for responsiveness (-1.19), empathy (-0.90) and assurance (-0.98), and this seems to confirm the view that responsiveness and assurance dimensions are the most significant variables out of the five determinants of service quality, and thus require service improvement attention. The outcome of the survey reflects that the GIS concept is relatively new to some of these municipalities, and thus municipal officials want to feel safe in their transactions with DLGTA on GIS matters. As a result, they expect DLGTA officials to attend to them promptly and must have the knowledge to answer their GIS related questions. They strongly require DLGTA staff to give them individual attention and possibly have their best interest at heart. In this study, the responsiveness dimension is classified as having a poor service quality whiles the reliability dimension (with a narrow gap) has the superior service quality. To minimise or eliminate these gaps, it has been mentioned that DLGTA should be guided by the eight principles of Batho Pele which seem to take care of the key requirements of the five service quality dimensions as discussed in this dissertation. Based on this outcome, recommendations were made and a future research proposal outlined. / Thesis (MBA)-University of KwaZulu-Natal, Pietermaritzburg, 2006.

One of the major challenges for organisations operating in today's global business environment is to improve productivity, reduce costs and enhance customer service. Six Sigma methodology has become a popular approach in a number of organisations as a business improvement tool. This research presented Six Sigma as a business transformation methodology within Lonmin operations. The purpose of this research was to identify the primary factors in the Six Sigma framework, and to evaluate the relationship between these factors in the framework and their contribution towards transformation in terms of business improvement. This research critically evaluated the application of Six Sigma within Lonmin in the South African context. Quantitative data was obtained from questionnaires distributed to the different Six Sigma role players within Lonmin. A probability sample was used; sixty five (65) Six Sigma candidates were drawn from Lonmin with a Six Sigma population size of one hundred and twenty (120) employees listed in the Six Sigma database. Data was collected using an e-mail based questionnaire developed by the researcher. The main contributions of this study showed that communication and organisational culture were the most important factors to transform business performance when Six Sigma was integrated with business principles. The study revealed that project selection was a vital element in the process that determined the value towards business improvement. Six Sigma must be supplemented by other programmes (Theory of Constraints, Design For Six Sigma) in order to be more effective in attaining business performance. This research will benefit management to evaluate and structure an aligned methodology for transformation. Employees will be motivated to attain greater knowledge and skill. Research will prove beneficial to organisations that need to transform their organisation. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2010.

The study reviews the implementation of DAS and IQMS in Vulindlela Circuit from 2003 to 2006. The systems thinking approach and Soft Systems Methodology served as a point of leverage in identifying problematic situations besetting the implementation of DAS and IQMS. The use of systems tools provided the means for creating dialogue between the facilitator and the SMT members and principals. The study illustrates the use of the systems maps, spray diagrams, iceberg tool, brainwriting and rich pictures in surfacing the assumptions and beliefs about the failure of DAS and IQMS. With this approach, SMTs and principals developed their ideas about the way they could implement DAS and IQMS. Systems thinking provided a perspective for approaching the problematic situations. A conceptual model for DAS and IQMS evolved though the collaborative efforts of SMT members and principals. A developmental and holistic model evolved from this process of school development. A new way of thinking about problematic situations is presented to participants. A process of dialogue set the stage for. school development. Notable improvements are highlighted as indicators of improvement during the implementation of DAS and IQMS. The approach promotes active participation, dialogue, reflection and continuous inquiry and a shared vision in the formulation of conceptual models. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2006.

Transformation of the Construction Sector is part of a wider transformation of the social and economic environment of South Africa. Publication of the Broad Based Black Economic Empowerment Act, 2003, Act Number 53 of 2003 (BBBEE) in January 2004, initiated the next phase in transformation (SAACE, 2004b, p1), which required the development and publication of sector specific Transformation Charters. / Thesis (M.B.A.) - University of KwaZulu-Natal, Pietermaritzburg, 2006.

The contact lens market in the United States is a multi-billion dollar market and data indicates that almost 13% of all Americans wear contact lenses (Beales, 2003:paragraph 3). Beales (2003: paragraph 3) states that there are four major manufacturers of contact lenses (e.g., Johnson & Johnson, Bausch & Lomb, CIBA Vision and Cooper Vision) and their channel of distribution is through eye care practitioners (optometrists). Since contact lens companies offer similar products their differentiating characteristic is their service element, service quality in the contact lens industry is important as Wong (2001: paragraph 3) mentions that the contact lens market is about a $2.8 billion industry, with an annual growth of about 6%. Wong (2001: paragraph 4) further states that there is a large international opportunity for contact lens companies and that penetration into this market is much less overseas than it is in the U.S. It is estimated that about one in 5 vision-corrected Americans are wearing contact lenses, in Japan it is about one in 8, in Europe it is roughly one in 15 and in developing countries it is estimated to be one in 100 (Wong, 2001: paragraph 8). Coo ley (2001 paragraph 3) claims that the eye-care industry offers a significant market opportunity as roughly 60% of the American population (164.2 million people) requires vision correction at present and it is estimated that in the longer term virtually everyone will require some form of vision care. The key in this market would be to provide the appropriate product that creates value and addresses the consumer's needs. Weinstein and Johnson (1999:4) mention that "great" companies do not just satisfy the needs of their customers but instead strive to delight and "wow" them by continually creating business experiences that exceed customer expectations. Hence contact lens companies need to find ways to adequately assess customer service perceptions and expectations in order to be competitive. This research sets out to measure service expectations of optometrists with regards to the service that they receive from contact lens suppliers as well as measure service perceptions of optometrists with regards to Ciba Vision. The study also set out to establish the SERVQUAL gap, which causes unsuccessful service delivery (Gap 5) and examine the dimensions i.e. the tangibles, reliability, responsiveness, assurance and empathy which contribute to Gap 5. The study found that on average customers have their high expectations in the responsiveness dimension and their highest perceptions in the assurance dimension. The study also found that gaps resulted in all five of the SERVQUAL dimensions with reliability contributing the most to gap 5. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2006.

This study investigated the internal and external constraints facing small business owners in the Pietermaritzburg (PMB) region. An attempt was further made to determine: whether the internal constraints or external factors constitute a greater burden on growth; whether policy focus should concentrate more on the internal constraints or external factors and determine the association between average growth (in terms of the number of employees) and the educational level and training of the owner/ manager, gender, ethnicity, business activity, legal status of the business and sources of start-up capital. Knowledge of the relative role of personal and environmental factors of this study in bringing about growth and expansion provides directions for government policy on Small and Medium Enterprise (SME) development. By means of factor analysis the numerous internal and external environmental variables affecting business growth in PMB were reduced to a set of three factors, classified as management, financial and external. Collectively they accounted for 59.21% of the total variance of the model. The internal factors (management and finance) accounted for 48.95% of variance and it was concluded that internal factors are more burdensome to growth than external factors. As a result government support should focus more on the internal constraints facing the small business sector. Further, multiple regression analysis was used to arrive at a parsimonious model that 'best' explained the regression model which accounted for 45.4% of variance with average growth. Average growth, in terms of the number of employees, was found to be a function of, the level of education of the owner / manager, legal status of the business, source of start-up capital, exposure to training and business support. Internal factors such as obtaining finance, cash flow, recruiting and retaining staff, shortage of managerial skills/ business expertise and lack of financial understanding prevent growth of the business. External factors such as the economy, taxation, regulation and laws, technology, competition, lack of business support and crime were found to inhibit the growth of the business. A significant difference was found to exist between average growth and gender, legal status, business activity, source of start-up capital and the educational level and training of the entrepreneur/owner. These results also have implications for the management of the SME's as well as business networks such as the Chamber of Commerce and financial institutions. / Thesis (MBA)-University of KwaZulu-Natal, Pietermaritzburg, 2006.